Team Leadership itself is not hard. What makes it difficult is fitting it in among a load of other project priorities that are facing you. You’re under pressure to do this and do that. So, you often default to a combination of doing it yourself, telling people what to do, and getting annoyed with a general lack of progress.
And, if this is your first opportunity to lead a project team, you want to do well. So, these pressures can mount up and suck the energy out of you.
In this article, I want to hone down to the four essentials of project team leadership. None of the fancy stuff. Just the four things that make the biggest difference.
As a project manager, you are not just responsible for your project. You are also responsible for the people on your project. And there is nothing that develops people more reliably than good quality performance feedback.
Often, we get our own performance feedback by simply observing what we do and the results it has. But it’s too easy to miss the details. That’s why we need others to give us their feedback. So, you need to develop the skills for giving good performance feedback to your project team members.
In this article, we’ll summarize the skills, techniques, and tips you’ll need.
You may have to deal with a team member leaving your project at any time. It’s never easy and it’s never pleasant. Although, it can sometimes be a bit of a relief!
There is a lot that can go wrong whenever a team member leaves you. It can easily become a crisis point for our project. But even if it doesn’t, it is often a point of risk. The consequences of a poor handover can be delays, mistakes, and a lot of extra work.
That’s what we are looking at in this feature article.
Knowing who is slated to do what is a crucial part of project management. Following our earlier video on RACI Charts, this video looks at RACI’s cousin the Linear Responsibility Chart.
Dr Mike Clayton is founder of OnlinePMCourses.com.
Here, he answers this question, in under 5 minutes.